Means-end theory is based on the idea that products, and the attributes they possess, represent the “means” by which consumers obtain important consequences or benefits and reinforce important personal values or “ends” (Gutman 1982).

The study itself was weak as it only surveyed 53 college students at a Midwest university to identify the higher level meanings associated with the pull attributes of potential spring break destinations.

Klenosky provides a large table of 10 studies using push-pull theory and the push&pull factors identified for each study.

To ensure a basis in psychological theory and to achieve content validity, items were identified by reviewing the personality trait and motivation literature to determine the types of needs and motivations that might influence recreation.

Items were then developed through brainstorming or adaptation of existing psychometric scales that might measure these concepts.

Was able to obtain data from 36 prior studies using REP and conducted a CFA using a correlation matrix of the data

Identified a number of different factors from 108 items.

Weakness of this scale was that the studies in the meta-analysis were from 1975-1979.

Following Nunnally's (1978) recommendation, analpha of .60 or greater is necessary before the scale is used further.??

Came up with 4 factors, social, relaxation, escape, and competence mastery

Surveyed hollidaymakersPerformed a cluster analysis to explain different demographics and their motivations for travel

Stated that LMS is the best measure in tourism for motivation due to its repeated validation

Yoon, Y. (2005). An examination of the effects of motivation and satisfaction on destination loyalty: a structural model. Tourism Management, 26(1), 45–56.

Attempts to extend thetheoretical and empirical evidence on the causal relationships among the push and pull motivations, satisfaction, and destination loyalty

Motivation has been referred to as psychological/biological needs and wants, including integral forcesthat arouse, direct, and integrate a person’s behaviorand activity (Dann, 1977)

People travel because they are pushed and pulled to do so by‘‘some forces’’ or factors (Dann, 1977, 1981).

According to Uysal and Hagan (1993), these forces describe howindividuals are pushed by motivation variables into making travel decisions and how they are pulled or attracted by destination attributes.

In other words, the push motivations are related to the tourists’ desire, while pull motivations are associated with the attributes of the destination choices.

Yoon, Y. (2005). An examination of the effects of motivation and satisfaction on destination loyalty: a structural model. Tourism Management, 26(1), 45–56.

Push motivations can be seen as the desire for escape,rest and relaxation, prestige, health and ﬁtness, adven-ture and social interaction, family togetherness, andexcitement (Crompton, 1979).

One limitation could be that they used a 4pt Likert scale rather than traditional 5 or 7pt.

24items push, 28items for pull motivations

Did not indicate where these items came from other than 'previous studies'

LODGSERV is a 26-item index (alpha P .92) designed to measure consumers’ expectations for service quality in the hotel experience.

The index confirms the five generic dimensions of service quality hypothesized by Parsuraman, Zeithaml and Berry ( I 986): Tangibiiity, Reliability, Responsiveness, Assurance, and Empathy.

This paper describes fhe development of the index and discusses its use as a management tool.

content validity for LODGSERV is assumed....

The construct "Reliability," had a reliability coeficient of 0.63 which is relatively low, though the author stated otherwise.

5 dimensions, 26 items.

Consumers have high expectations for service quality when it comes to staying in a hotel.

The most critical dimension in lodgserv is RELIABILITY. Travelers want dependability; they want utilities and equipment to workconsistently, and if a problem does arise, they want it quickly corrected.

Assurance was ranked 2nd most important. This deals with a hotel's employees conveying trust and confidence

Lodgserv is a reliable and valid index to measure consumer expectations for service quality in hotels.

Can show a hotel company how it compares with its competition on service quality.

Servqual is....

SERVQUAL is an instrument for measuring the gap between the service that consumers think should be provided and what they think actually has been provided.

Because ofthe scarcity of literature on theme park service quality, the present study adapts the SERVQUAL model and modiﬁes it as the THEMEQUAL model to measure the gap between perceived service quality andexpected service quality from visitors under the theme park setting.

The Hong Kong Disneyland is selected.

The impact of the dimensions of themodel on visitor satisfaction is also examined. Results expressed visitor satisfaction in terms of physicalenvironment, but signiﬁed dissatisfaction on employee performance. Among the six dimensions of themodel, “responsiveness and access,” “assurance,” and “empathy” are the critical predictors of visitors satisfaction.

Staff performance at the park was below visitor satisfaction

Pure service is ...

Pure service is intangible, meaning it issomething that “cannot be seen, touched, heldor stored,” as it does not have any physicalmanifestation (Schneider & White, 2004, p. 5).

Five critical factors of service quality

Core service or service product: The core service portrays the “content” of a service. It portrays the“what” of a service; i.e., the service product is whatever featuresare offered in a service.

Human element of service delivery: These factors refer to all aspects (reliability, responsiveness,assurance, empathy, moments of truth, critical incident, andrecovery) that fall under the domain of human element in servicedelivery.

Systematization of service delivery: Non-humanelement: The processes, procedures, systems, and technology that would make a service a seamless one. Customers always like and expect the service delivery processes to be perfectly standardized, streamlined, and simpliﬁed so that they could receive the service without any hassles, hiccups, or undesired / inordinate questioning by the service providers.

Tangibles of service—Servicescapes: The tangible facets of the service facility (equipment, machinery,signage, employee appearance, etc.) or the man-made physicalenvironment, popularly known as the “servicescapes”

Social responsibility: Social responsibility helps an organization to lead as a corporatecitizen in encouraging ethical behavior in everything it does.These subtle but nevertheless forceful elements send strongsignals toward improving the organization’s image and goodwilland consequently inﬂuence the customers’ overall evaluation ofservice quality and their loyalty to the organization.

The findings suggestthat consumer-generated videos do not carry the same destination brand as destination marketer-generated videos.

used YouTube for data col-lection purposes.

Videos posted by individuals and videos postedby DMOs were selected as consumer-generatedcontent and marketer-generated content.

To mea-sure consumer perception about destinationbrands, this study used video comments left onYouTube.

Two separate content analyses wereconducted to analyze the comments associatedwith both the CGVs and marketer-generatedvideos (MGVs).

In addition, consumer-generated videos have little positive impact on a destination brand.

This study provides insight into destination-branding strategies with respect to the roles thatsocial media plays in creating destination-brand identity and image.

What is a brand?

A brand is defined ‘‘as name, term sign,or combination of them intended to identify thegoods and services of one seller or group of sellersand to differentiate them from those of the compe-tition’’ (Kotler, 2000: 404);

This study identifies new media phenomena which companies should take into account when managing their relationships with customers.

For each phenomenon, the authors identify challenges for researchers and managers which relate to (a) the understanding of consumer behavior, (b) the use of new media to successfully manage customer interactions, and (c) the effective measurement of customers’ activities and outcomes.

Elaborate predictive models exist for TV in order to predict the type of progamming that will be popular, but the same cannot be said for sites like Youtube.

Flagship brand stores on Second Life and find such stores to positively influence consumers’ brand attitudes and real-life purchase intentions toward the brand

Introduces the concept of E-WOM. People posting in various places about their consumption experience.

Discussed location-bassed applications such as Iphone's 'aroundme' which shows all the local businesses near a customer.

Second, we discuss a numberof issues that are central to assessing the potentialrole and scope of SM in RM and propose aroadmap for future research in the domain.

RM has begun to evolve from this tacticalorientation to a more strategic role within hotelorganizations that encompasses marketing, salesand channel strategy.

Historically, revenue managers weretasked with opening and closing predefinedroom rates based on predicted demand such thatthe best combination of occupancy and rate wasachieved for any given night.

Broader set of responsibilities across anumber of domains including pricing, manage-ment of the entire revenue stream (total hotelrevenue management), and a customer-centric approach to developing demand.

SM provides the ideal platform and data source to support RM’s efforts tobuild a business strategy, expand RM into other revenue-generating assets and become morecustomer-centric. Inbound communicationcan help the firm identify short-term opportu-nities to push pricing and promotions, as well aslong-term opportunities to learn more about customers, identify new market segments andposition against competition.